Authors

Browse:

Articles

Peter Boggis and David Trafford explore how over the past decade technology-enabled business platforms – the likes of which include Amazon, iTunes and Facebook – have had a significant impact on our personal and professional lives. The thing they all …

In this article David Trafford and Peter Boggis propose that the act of strategy development is essentially about deciding where an organisation aims to operate along a small set of strategic axes, where each strategic axis represents a source of …

In this article David Trafford and Peter Boggis bring together the two powerful ideas of organisational capabilities and portfolio management. They argue that managing organisational capabilities as a portfolio enables leaders to create the conditions that increase the chances of …

Peter Boggis and David Trafford argue that the purpose of any strategy is to change an organisation’s trajectory, away from its current default future to one that is judged to be better. Unfortunately most strategies are too complicated, too detailed …

David Trafford and Peter Boggis argue that organisational capabilities have an important role to play when developing strategy or implementing change. They discuss how existing organisational capabilities can inhibit change by anchoring an organisation to its current trajectory – thereby …

David Trafford and Peter Boggis argue that one of the reasons for the poor success rate in delivering change is that leaders focus on the wrong future: the one they hope to get rather than the one they’re likely to …

David Trafford explores why strategy implementation, transformational change and merger integration continues to be a challenge for many organisations, with a high proportion of these initiatives failing to deliver their intended outcomes. One explanation explored in this article is that …

Peter Boggis argues that technology, particularly information technology, is a major factor determining an organisation’s default future, and one that needs to be fully understood by business and technology executives if they are to make informed choices on how …

David Trafford argues that the performance of an enterprise is dependent upon its operating model, and that the performance of the operating model is defined by its design. As operating models are multi-faceted the design choices include how work is …

Vaughan Merlyn describes an approach to assessing the ‘goodness’ of IT capabilities, both in terms of their current state and desired state. Over the past 20 years Vaughan has designed and facilitated hundreds of assessments, both as part of multi-company …